“don’t be short-changed by choosing personality over character”

September 24, 2012

From the “You’re Not the Boss of Me” blog   Article

Personality vs Character in Leadership

Personality refers to our basic nature.  For instance, some of us are extraverted and some introverted.  Some of us are even-tempered, some hotheaded, and so on.  In short, personality mainly consists of those things we inherit genetically.  It dictates our personal preferences and choices. And, it drives our social interaction with others.

Character refers to how we choose to use our inheritance to make our way in the world.  Character is built over time. It comes from living, learning and making mistakes.  It shows up in the decisions we make and the risks we take.  Character measures and tests the strength of our will, our beliefs and our sense of justice.  And it is often a hard taskmaster.

It was W. Somerset Maugham who once said, “ When you choose your friends, don’t be short-changed by choosing personality over character”

I think the same could be said of leaders.  Sometimes, of course we don’t get to choose our leaders. And sometimes we don’t get the leaders we choose. However, we do get to choose the kind of leaders we are going to be. Will we ride on the coat tails of personality, going where the wind blows us?   Or, will we rely on the deep-seated beliefs that form our character to guide us, even if that road is harder… and even if it makes us unpopular?

To many people, the answer will seem obvious.  But, character can be difficult to discern.  It can go for a long time without being publically tested or uncovered and can often be eclipsed by the strength and easy attraction of a winning personality.”


“all running backs and no defensive tackles”

September 24, 2012

 |  in Inc.   Article

5 Personalities Your Company Needs

“Typically, leaders think to build teams based on job title: CTO, CMO, VP of Engineering, Director of Sales. … slotting talented people into an org chart will never unlock your company’s fullest potential. … make sure your organization has each of these personality types:

The Visionary
… Growth won’t happen by protecting old ideas. You must employ a champion to push the organization forward into uncharted waters.

The Executor
… Countless great visions crashed and burned because there was no one owning the role of disciplined follow-through until completion.

The Customer Advocate
Someone has to live and breathe for your customers. …

The Street Fighter
Academic, manicured approaches rarely work in fast-growing companies. Irrespective of job title, someone needs to be the voice of grit and determination. …

The Promoter
… Unless a team member is foaming at the mouth to shout your story from the mountain tops, you’ll be lost in the nonstop noise. …

In the same way that a football team loses if it has all running backs and no defensive tackles, your organization is at risk if it’s missing key personality attributes. It is possible that some individuals may possess multiple traits; just make sure each characteristic is represented with strength around the leadership table.”


“see themselves better than they are”

September 24, 2012

By Michael Josephson in the Business Ethics and Leadership Blog   Source

“Managers help people see themselves as they are; Leaders help people to see themselves better than they are.” — Jim Rohn


“you have absolutely nothing to offer any customer”

September 24, 2012

By  in Inc.   Article

7 Things Customers Want Most From You

1. Independent Thinking  Customers want to know that you’ll represent their interests, even it’s not in your own financial interest–and particularly when the proverbial chips are down. …

2. Courage  … They expect you to tell them if buying what you’re selling is a mistake, or not truly in their interests.  That takes real guts.

3. Pride  The best customers don’t want you to truckle and beg. … they want to work with proud, successful people who can handle even the most difficult tasks.

4. Creativity  Customers don’t have the time to sit and listen to cookie-cutter sales presentations.  … they always have time for somebody who can redefine problems and devise workable solutions.

5. Confidence  … They both need and expect you to exude the kind of confidence that assures them you’ll do what it takes to make them happy.

6. Empathy  Customers … want you to understand where they are, how their business works, and the challenges that they face–not just intellectually, but in your gut.

7. Honesty  Above all, customers want you to be honest with them.  In fact, the previous six values are built upon a foundation of honesty.  Without honesty, you have absolutely nothing to offer any customer.”


Fire Two-Thirds of Your Employees

September 24, 2012

By Jamie Notter in Get Me Jamie Notter Blog   Source

“You might as well. Because according to the research report put out by Towers Watson, only about one third of employees (globally) are highly engaged in their jobs. They surveyed 32,000 people to come to that conclusion, so these data are nothing to sneeze at.

Okay, I don’t ACTUALLY recommend you get rid of the other two-thirds of your employees, but I wanted to draw attention to how utterly ridiculous it is that only one out of three people in our offices, on average, is actually highly engaged. People who would “go the extra mile,” feel that they have the resources they need to get the job done, and are energized and supported in the workplace. That’s their definition of highly engaged: engaged (like the work), enabled (have the resources), and energized (supported). Why are we not outraged at how few of us identify as highly engaged? Gary Hamel was right when he said, “We’re not angry enough.”

The study says this is a wake up call. That organizations

“are running 21st-century businesses with 20th-century workplace practices and programs. And the cracks in the foundation are starting to show in both small and large ways.”

Now it’s starting to sound a little like Humanize. They continue to argue that the world of work is changing, but management is not adapting fast enough ….”


“grow up”

September 24, 2012

By Ron Edmondson in RE RonEdmondson Blog   Article

“Here are 7 things I’ve seen force someone to grow up quickly:

  • Failure
  • A first child
  • Sudden authority
  • Tragedy
  • Losing a parent
  • Having to make it on your own
  • Betrayal

You can mature naturally. You can grow up over time. But, in my experience, you grow up faster when life experience grows you up. You don’t have to grow in these experiences. Some don’t. You either own up to the challenge, or you don’t. But, when you do, you grow up faster. At least, that’s been my observation.

(By the way, that’s why I believe in giving young leaders experience where they can grow. You can read a post about that HERE.)”


“… invest at least 40% of your time managing yourself”

September 17, 2012

“If you look to lead, invest at least 40% of your time managing yourself – your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.” – Dee Hock

Source